port capacity check - action plan - final copy

7/28/2019 Port Capacity Check - Action Plan - Final Copy

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Port of EntryCapacity Check

Action Plan for:

Vancouver

International

Airport District

February 2013


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Table of Contents

Introduction ................................................................................................................................ 3Development of Action Plan ..................................................................................................... 3Detailed Action Plan

.................................................................................................................. 3

Capacity Area: Communication.............................................................................................. 4Capacity Area: Leadership and Support................................................................................ 6Capacity Area: Workplace Culture ......................................................................................... 7Capacity Area: Financial Forecasting.................................................................................... 8

Annex A: Summary As Is and To Be Ratings by Capacity Area ..................................... 9Annex B: Assessment of PCC Action Plan Impact ............................................................... 10


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Introduction

A Port of Entry Capacity Check (PCC) was conducted at the Vancouver International Airport Districtin Richmond, B.C. from November 19-22, 2012. The PCC was conducted to provide baselineinformation on management practices at the POE against which future improvements could bemeasured. The PCC was completed to:

assist POE and regional management in gauging management practices in place at the

Vancouver International Airport District in support of the Agency priority of service excellence;and

allow POE and regional management to plot a course to improve management capabilitieswhere required.

A PCC report was prepared in November 2012 that summarized the current (as is) state of variousmanagement practices at the Vancouver International Airport District. The report also identified thedesired (to be) state of these management practices, as determined by POE and regionalmanagement during a one-day Capacity Rating Session held on November 22, 2012, and the specificcapacity areas for focused attention over the next 12 months. A table summarizing this informationis provided at Annex A.

Development of Action Plan

Based on the results of the Capacity Rating Session and the information included in the PCC reportof November 30, 2012, POE and regional management went about developing an Action Plan toenhance management practices in those PCC capacity areas identified for focused attention.Developing the action plan included the following key steps:

The development of the Action Plan was a collaborative effort of all members of the DistrictSMT. Each member was consulted on every aspect of the Action Plan.

The Action Plan is based primarily on an analysis of the results of the PCC as well as theresults of the PSES survey completed by staff and management in the district.

A holistic approach was adopted in developing Individual Action Plan items to gain maximumbenefit.

District Chief Stewards were presented with a copy of the Action Plan and consulted with onthe contents therein.

The Action Plan was approved by the Regional Senior Management Committee on February 21,2012.

Detailed Action Plan

Detailed action items and their planned completion dates are provided, by capacity area, in the pages

that follow.

Assessing Action Plan Impact

The PCC is designed to support sustainable change and continuous improvement at a POE. In thisregard, POE and regional management commit to assessing the effectiveness of this PCC ActionPlan to determine whether the identified action items have had their desire impact. On or beforeOctober 31, 2013, POE and regional management will complete and submit the PCC ImpactTemplate provided at Annex B. Based on this assessment, and if necessary, the herein action plancan and will be modified (with timelines extended) to ensure that the planned impact has beenachieved. Furthermore, If desired impact have been achieved, POE and regional management will


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commit todeveloping a new Action Plan to address other capacity area gaps (as is versus to be)identified through the initial PCC process, in support of the continuous improvement.

Capacity Area: Communication

Item1

Action Items to be ImplementedPlanned

Completion

Date

1.1 Name: District Director to meet with all staff.

Description:

a) Through Town-Hall meetings or team meetings, the District Directorwill meet with all staff to (1) communicate the results of the locallydesigned, District specific survey, (2) personally commit to addressingthe issues raised in the survey and (3) seek employee feedback onhow best to do so.

March 2013

1.2 Name: Internal Management Advisor/Consultant to meet with all staff.

Description:

a) To identify the details not revealed in the PSES survey, detailsnecessary for establishing a roadmap for change.

b) Prepare a report for the District Director and the district seniormanagement team with recommendations on how best to addressspecific issues

c) District to establish working groups comprised of employees, Unionrepresentatives and management to address specific issues tasked tothem (for example, training, complaints, recognition, etc.), establishterms of reference and set dates for completion of interim and/or finalreports outlining its recommendations to the SMT.

March 2013

April 2013

July 2013 andthen ongoing

1.3 Name: Schedule regular team meetings in the traffic Operation during VSSAmake-up time every shift cycle, and monthly operational meetings in the Air

Cargo and ASEO operations.

Description:

a) District Director and Chiefs to be invited to meetings.b) Attendance at these meetings will afford staff an opportunity to ask

questions, raise issues, provide feedback and generally offercomments on topics of their choice.

c) Important messages will be communicated by the District Director orChiefs in attendance first hand.

Commencingwith the shiftcycle beginningin May 2013

Ongoing

1.4 Name: Hold District Management Team (District Director, Chiefs,Superintendents and supervisors) meetings bi-annually.

Description:a) The first meeting will focus on planning for the upcoming year to

establish district priorities by (1) identifying and exploiting businesstransformation opportunities, (2) ensuring alignment with regional andnational priorities and (3) obtaining the buy-in of the entire districtmanagement team.

b) The second meeting will focus on the results of the first half of the yearand to identify where any adjustments need to be made.

March 2013

September 2013

1.5 Name: Close the loop on complaints.

Description:


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a) Superintendents to conduct briefings with teams during team meetingsto ensure all staff are fully aware of the complaint monitoring processand the roles and responsibilities of all involved.

b) Implement a mechanism to ensure all staff (BSOs andSuperintendents) involved in a complaint are (1) informed of theresults and have input, and (2) are made aware of what action theyneed to take, if any.

c) Use complaints as a learning tool for all staff through team briefings ormeetings.

May 2013

May 2013

Ongoing

1.6 Name: Redesign VIA Districts monthly newsletter.

Description:

a) Redesign VIA Districts monthly enforcement newsletter that isdisseminated to all staff in the district from its current focus ofdescribing noteworthy enforcement actions carried out in the districtduring the month to a format that provides a broader and morefulsome reporting of other aspects of work and life in the district (staffarrivals and departures, important announcements, etc. in addition toenforcement activity).

June 2013


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Capacity Area: Leadership and Support

Item2


CompletionDate

2.1 Name: Design and implement a district-wide rotation program for BSOs and

Superintendents to give them opportunities to develop expertise in the variousbusiness lines and programs delivered in the district.

Description:

a) Communicate to all staff through team meetings with chiefs anddirectors (1) the importance of a district rotation scheme in thedevelopment of expertise in the various program lines, (2) thecommitment to ensure the rotation program will be transparent and on-going, and (3) the commitment to ensure the design of the rotationprogram will be a collaborative effort with representation from all areasof the district.

b) Establish a working group of BSOs, managers and Unionrepresentatives to (1) collaborate on the design of the rotationprogram, (2) develop general learning paths in each program line and,(3) establish benchmarks to assist in identifying when an officer hasbecome proficient in a given program area.

c) Validate the findings and recommendations of the working group withsuperintendents and chiefs.

d) Communicate (demystify) the rotation program to all staff within thedistrict.

May 2013

June 2013

September 2013

October 2013

2.2 Name: Increase the presence of the district director and chiefs throughout thedistrict.

Description:

a) Foster a two-way communication with BSOs and superintendents toprovide immediate feedback from mid and senior levels of

management and to clearly identify the needs of staff.b) Increase the level and degree of management engagement in the day-

to-day operation and to mentor/coach first line managers.

CommenceMarch 2013

Ongoing

2.3 Name:Name: Internal Management Advisor/Consultant to meet with allsuperintendents and chiefs.

Description:

a) Oversee and conduct a 360 degree feedback program forsuperintendents in the district to provide them with guidance andfeedback to improve the communication with their teams.

b) To provide them with timely guidance and feedback to improve thelevel of their engagement with their teams (how, when, why).

June 2013

July 2013


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Capacity Area: Workplace Culture

Item3


CompletionDate

3.1 Name: Establish a recognition program in the district.

Description:

a) Establish a district recognition committee to identify how staff wouldlike to be recognized.

b) The committee will report results to the District senior ManagementCommittee.

April 2013

June 2013

3.2 Name: District Director to personally acknowledge exceptional work in theimmigration, food plant and animal, and customs program lines

Description:

a) In concert with the district recognition committees work, develop aprogram within the district to highlight examples of work consideredworthy of recognition by the District Director. For example,superintendents in all areas of the district will submit to their respectivechief, instances of good work. Chiefs will review and upon approvalwill recommend to District Director cases for further consideration andacknowledgement.

May 2013 andthen ongoing

3.3 Name: Invite Union leadership in the district to attend the District ManagementTeam Meeting.

Description:

a) As part of Managements on-going commitment to seek ways toimprove Union Management relations within the District, invite DistrictUnion representatives (Chief Steward and above) to attend part of theDistrict Management Teams meeting tentatively scheduled to occurduring March 2013. The focus of this meeting is to establish districtpriorities for fiscal year 2013-2014.

March 2013

3.4 Name: Re-establish the workplace wellness committee in the districtcomprised of representatives of employees and managers

Description:

a) The District Wellness Committee will meet quarterly.b) The committee will make recommendations and undertake activities

designed to (1) improve organizational and personal health, and (2)contribute positively to workplace culture (e.g., by providing staff withinformation on nutrition and sleep patterns for shift workers,techniques for dealing with stress, programs to improve fitness, etc.).

Commence

April 2013

Ongoing


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Capacity Area: Financial Forecasting

Item4


CompletionDate

4.1 Name: Increase employee involvement and awareness in financial

management processDescription:

a) Provide superintendents with a presentation on financial essentials to(1) reinforce understanding of their roles and responsibilities, (2)enhance awareness of financial realities and district financial prioritiesand, (3) share best practices to help find efficiencies in day-to-dayoperations.

b) Provide all staff with a presentation on the relevance and impacts ofusing accurate coding (activity codes, internal order codes, costcenters) for timesheets and travel claims.

June 2013

July 2013

4.2 Name: Enhance predictability and control of compensatory time (CT) payouts

Description:

a) Consult with Labour Relations regarding approving banking of CT andimplications of approving overtime as cash only.

b) Advise Superintendents and Supervisors on District approach onapproving CT once consultation is completed.

April 2013

4.3 Name: Collaborative meetings with Regional Finance

Description:

Senior Management Team members to meet with Regional Finance Managerand Analyst responsible for VIA on a quarterly basis to discuss:

a) Best approach to ensure activities undertaken are effective, efficient,and are consistent with other District and Divisions.

b) District and Regional financial position and possible reallocation ofresources.

c) Consistency in application ofactivity codes under the AgencysProgram Alignment Architecture (PAA).

Commence May2013

Quarterly

thereafter


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Annex A: Summary As Is and To Be Ratings by Capacity Area

Elements andCapacity Areas

Ad HocManager

Dependent

GoodManagement

Practice

AdvancePractice

OutstandingPractice

Element 1: People Management

Communication

Management ofStaff Performance

Leadership andSupport

Training andLearning

Workplace Culture

Element 2: Front-Line Service (Clients and Stakeholders)

Client ServiceExcellence

Language ofChoice

EnforcementActivities

Management ofExternal Partnerships

Element 3: Operational Management

Operational Planning

& Monitoring

FinancialForecasting

Equipment, Toolsand Systems

PhysicalEnvironment

Measuring Trackingand Reporting

"To Be" "As Is" Areas of Focus


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Annex B: Assessment of PCC Action Plan Impact

POE Location: insert Port of Entry nameDate PCC Conducted: insert PCC conduct dateDate of this Report: insert assessment (current) date

NB: The PCC is designed to support sustainable change and continuous improvement at POEs. As such, whilethe implementation of action items is important, the primary objective is improved management practices tosupport enhanced service excellence. Accordingly, it is important that POE management, and the regionalrepresentatives responsible for monitoring action plan implementation, are cognizant of whether definedaction items are having their desired impact. If necessary, action plans can and should be modified to ensurethat their planned impact is achieved. Furthermore, action plans timelines can be extended if necessary.

Questions toAddress

POE Response(one table per capacity area identified for focused attention)

Capacity AreaIdentified for Focused

Attention:

e.g. Communication

Summarize theCurrent Situation asreported through thePCC:

Summarize theAction Plan item(s)established toenhancemanagementpractices in this area:

Describe the impact/result of the ActionPlan itemsimplemented to date:

In your estimation,have the action itemsestablished further tothe PCC had theirdesired impact?Explain.

Other comments:

port capacity check - action plan - final copy

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